GTM Scorecard — Full Court Press

01 Narrative & Positioning Score: —

How clearly can you articulate what you do, who it's for, and why you win? Strong narrative is the foundation of every sales conversation, proposal, and partnership discussion.

1. How clearly defined is your Ideal Customer Profile (ICP)?

Consider: industry, company size, buyer title, pain point, trigger event.

1Not defined. We target anyone who might buy. 2Broadly defined. We have a general sense of our customer type. 3Defined. We have a clear ICP with firmographics and pain points documented. 4Sharply defined. ICP is documented, validated by wins, and used to prioritise outreach.

2. How compelling is your brand and product narrative?

Consider: does it speak to buyer problems, or just describe your features?

1Feature-led. We describe what we do, not why it matters. 2Mixed. Some buyer language, but mostly product-focused. 3Problem-led. We lead with the buyer's pain and position our solution clearly. 4Compelling. Narrative is buyer-centric, differentiated, and consistently used across channels.

3. How differentiated is your competitive positioning?

1Undifferentiated. We struggle to articulate what makes us different. 2Weak. We have differentiators but they are similar to competitors. 3Clear. We have 2–3 genuine differentiators that resonate with buyers. 4Sharp. Differentiation is specific, defensible, and actively used to disqualify poor-fit prospects.

4. How consistent is your narrative across your team?

Consider: could any member of your team deliver the same pitch?

1Inconsistent. Everyone tells a different story. 2Mostly inconsistent. Key messages exist but are not reliably used. 3Mostly consistent. Core messages are agreed and used in most situations. 4Consistent. Message is aligned, documented, and trained into the team.

5. How well does your pricing reflect your commercial and competitive positioning?

1No structure. Pricing is inconsistent or reactive to each deal. 2Basic structure. We have pricing but it is not clearly tied to value. 3Value-linked. Pricing reflects value and is consistently presented. 4Strategically structured. Pricing is tiered, supports upsell, and reinforces positioning.

02 Go-To-Market Strategy Score: —

How structured and intentional is your approach to market entry, channel selection, and commercial prioritisation?

6. How structured is your go-to-market plan?

1No formal plan. We pursue opportunities as they arise. 2Informal. We have priorities but no documented plan. 3Documented. We have a GTM plan with defined segments and channels. 4Structured and active. GTM plan is documented, reviewed regularly, and drives weekly priorities.

7. How well do you understand the buying process of your target customers?

Consider: decision-makers, stakeholders, approval stages, typical timeline.

1Poor. We rarely understand who the real decision-maker is until late in discussions. 2Partial. We understand the process for some segments but not consistently. 3Good. We understand the buying process for our primary segment and plan accordingly. 4Excellent. Buying process is mapped per segment and informs how we engage from first contact.

8. How focused are your market priorities?

1Unfocused. We try to serve every segment and geography equally. 2Loosely focused. We have a primary market but still chase most opportunities. 3Focused. Clear primary market with intentional secondary targets. 4Highly focused. We actively decline poor-fit segments to protect execution quality.

9. How effective is your channel and partnership strategy?

1No strategy. We have not mapped or developed channel partnerships. 2Ad hoc. Some partnerships exist but are not systematically developed. 3Active. Key channel partners are identified and relationships are managed. 4Strategic. Partners are tiered, co-selling motions exist, and pipeline contribution is tracked.

10. How aligned are your marketing and sales functions?

1Misaligned. Marketing and sales operate independently with little coordination. 2Loosely aligned. Some shared meetings but separate KPIs and priorities. 3Aligned. Shared pipeline targets, regular reviews, consistent handoff process. 4Fully aligned. Unified revenue team with shared targets, SLAs, and joint planning cadence.

03 Commercial Execution Score: —

How disciplined and structured is your outreach, pipeline management, and business development activity?

11. How structured is your outbound outreach process?

1No process. Outreach is ad hoc and volume varies week to week. 2Informal. Some outreach happens but without a defined sequence or cadence. 3Structured. Defined outreach sequences with follow-up discipline. 4Systematic. Multi-touch cadences, tracked in CRM, reviewed weekly, continuously refined.

12. How well do you manage your pipeline?

Consider: stage definition, deal size, probability weighting, next actions.

1No pipeline management. We track deals informally or not at all. 2Basic. We have a list of opportunities but no structured stage or next-action discipline. 3Managed. Pipeline is tracked in CRM with defined stages and reviewed regularly. 4Rigorous. Pipeline health metrics, deal velocity tracking, and weekly review cadence in place.

13. How strong is your proposal and sales material quality?

1Poor. Materials are generic and not tailored to each buyer's context. 2Adequate. Materials exist but are not consistently buyer-centric or well-structured. 3Good. Proposals are structured, articulate value clearly, and are customised per deal. 4Excellent. Materials are compelling, use buyer language, and are designed to progress decisions.

14. How effectively do you progress and close enterprise deals?

1Poor. Deals frequently stall and we are unsure how to move them forward. 2Variable. Some deals close well, others stall without clear reason. 3Consistent. We have a defined progression approach and close rates are predictable. 4Strong. Disciplined deal progression, multi-stakeholder management, and clear negotiation strategy.

15. How visible is your brand and thought leadership in your target market?

1Not visible. We are unknown outside our existing clients. 2Minimal. Some presence but not consistently maintained. 3Moderate. We publish content and maintain a visible presence in our primary channel. 4Strong. Regular thought leadership, media presence, and inbound enquiries attributable to content.

04 Enterprise Sales Discipline Score: —

How rigorous is your approach to qualifying, prioritising, and closing complex, multi-stakeholder deals?

16. How rigorous is your deal qualification process?

Consider: budget, authority, need, timeline, fit.

1No qualification. We pursue most opportunities without filtering. 2Informal. We qualify based on gut feel rather than consistent criteria. 3Structured. Qualification criteria are defined and applied before significant time is invested. 4Rigorous. Formal qualification framework used consistently, with clear disqualification criteria.

17. How well do you manage multi-stakeholder enterprise relationships?

1Poorly. We usually only have one contact and lose deals to internal dynamics we cannot see. 2Basic. We identify key stakeholders but do not consistently engage across the buying group. 3Good. We map stakeholders and tailor our approach to each decision-maker's priorities. 4Excellent. Full stakeholder mapping with coordinated multi-thread engagement and champion development.

18. How disciplined is your follow-up after meetings and proposals?

1Poor. Follow-up is inconsistent and often delayed. 2Inconsistent. We follow up when we remember to. 3Consistent. Follow-up happens within 24 hours with clear next steps defined. 4Disciplined. Structured follow-up sequences tied to deal stage, tracked in CRM, with agreed next actions.

19. How consistently do you win at the rates you expect?

1Win rates are low and unpredictable. We do not know why we win or lose. 2Variable. We win some deals but cannot reliably predict outcomes. 3Consistent. Win rates are tracked and broadly understood across deal types. 4Optimised. Win/loss analysis informs ongoing adjustments to approach, materials, and qualification.

20. How effectively does your team negotiate and handle commercial objections?

1Poorly. We concede on price or terms when challenged, without a clear framework. 2Inconsistent. Some team members handle objections well, others struggle. 3Good. Common objections are anticipated and handled with consistent responses. 4Strong. Full objection handling framework, trained into the team, tied to deal stage and buyer persona.

05 Systems & Repeatability Score: —

How well have you systematised your growth engine so it performs consistently — without depending on individuals or heroics?

21. How well documented are your sales and growth playbooks?

1Not documented. Knowledge lives in people's heads. 2Partial. Some documentation exists but is incomplete or out of date. 3Documented. Core playbooks exist and are used in onboarding and review. 4Comprehensive. Full playbook library covering outreach, qualification, objections, proposals, and onboarding.

22. How effective is your CRM and workflow infrastructure?

1No CRM. We track deals in spreadsheets or not at all. 2Basic CRM. We have a CRM but adoption is low and data quality is poor. 3Active CRM. CRM is used consistently and reflects current pipeline status. 4Optimised. CRM is the system of record, with workflows, automations, and reporting built in.

23. How regular and effective is your commercial reporting cadence?

1No reporting. We review performance informally and infrequently. 2Ad hoc. We review when something goes wrong rather than proactively. 3Regular. Weekly pipeline reviews and monthly performance reporting in place. 4Rigorous. KPI dashboards, weekly reviews, monthly retrospectives, and quarterly planning cadence.

24. How effective is your team onboarding and ongoing enablement?

1No structured onboarding. New team members learn by watching. 2Basic. Some onboarding exists but is inconsistent and not tied to performance metrics. 3Structured. Defined onboarding programme with clear milestones and capability checks. 4Comprehensive. Full onboarding programme plus ongoing enablement, coaching, and skill development.

25. How dependent is your revenue growth on one or two key individuals?

1Highly dependent. Growth stops if one or two people leave. 2Somewhat dependent. A few people carry most of the commercial weight. 3Mostly distributed. Systems and playbooks reduce but do not eliminate key-person dependency. 4Distributed. Playbooks, systems, and team capability mean the engine runs without any single individual.

Before you begin

Identify your most important
growth constraint.

Before you begin

Identify your most importantgrowth constraint.

Identify your most important
growth constraint.